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Use a Strategy Uncertainty Map to Find Clarity in Disruptive Times

Leapfrogging

The past two years were as disruptive as they get for both society and business. Some people think being agile is a mindset. If you have the right tools, anyone can both build agility into how you think and make it the foundation of your business processes. That’s how you remain resilient in today’s disruptive world.

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MANAGING BOTH THE FUTURE AND THE PRESENT

ImagineNation

In the first blog in our latest series, “Developing a human-centric future fitness focus” we shared the three characteristics that offer senior executives a “unique unfreezing opportunity” from the COVID-19 hiatus. Unlearn, relearn, reskill and upskill. Both Human and Customer-Centric. Embracing paradox.

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RIDING THE WAVE OF DISRUPTIVE CHANGE

ImagineNation

Similarly, today, where we are riding the wave of disruptive change; COVID-19, and range of chaotic global events, we have the chance to be mindfully present to sense and see the best learning opportunities and creative possibilities that the disruptive waves offer us, as they arise. Emerge possibilities for positive change?

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LEADING AND MANAGING TRANSITIONAL CHANGE

ImagineNation

In our last blog “Leading and managing human transitions through disruption and adversity,” we described the importance of leaders and managers becoming more generous, tolerant, caring, empathic not only with themselves, and also with others they interact with. Mining decades of stability.

Change 85
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Embracing the Circular Economy through Enterprise Architecture

Tullio Siragusa

This blog post delves into key takeaways from the conversation and highlights the importance of integrating these two approaches to foster sustainable growth. Enhancing Resilience and Risk Management The transition to a circular economy is not without challenges, and organizations must be prepared to navigate uncertainty and disruptions.

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Calculated Risks and the Missing Competency of an Anticipatory Mindset

Daniel Burrus

But looking back on businesses from days and decades ago, historically, some of the biggest corporate and consumer catastrophes have been because a leader or organization refused to embrace change, get in front of disruption, or take a calculated risk, for a plethora of reasons. Tie Rack’s Risk Aversion.

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DELIVERING SUCCESSFUL TRANSFORMATION AND CHANGE INITIATIVES

ImagineNation

Transformation and change initiatives are usually designed as strategic interventions, intending to advance an organisation’s growth, deliver increased shareholder value, build competitive advantage, or improve its speed and agility to respond to fast-changing industries, in a disruptive business environment.

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